New initiatives include further restrictions on Flock data sharing  

Richmond, VA — Today Mayor Danny Avula announced a set of actions the City of Richmond is taking to safeguard community trust and draw a clear line between local policing and federal immigration enforcement. These actions, recommended by the Mayor’s Inclusive Communities Preparedness Work Group, formalize and expand upon the administration’s longstanding position that the Richmond Police Department does not enforce federal immigration law and does not coordinate with U.S. Immigration and Customs Enforcement (ICE). 

“The fear our neighbors are feeling right now is real — the fear of going to work, taking children to school, or even running everyday errands like going to the grocery store,” said  Mayor Danny Avula . “Our city government exists to serve all Richmonders, and we will continue to work to build the trust that is essential to keeping our communities safe.”

The actions include: 

Increased Flock data sharing restrictions. In addition to cutting off all federal agency access to its license-plate reader data, the Richmond Police Department will now prohibit sharing Flock Safety data with any jurisdiction in Virginia that has entered into a 287(g) agreement with ICE. This helps ensure that technology deployed to solve local crimes in Richmond is not used as a tool for immigration enforcement in other localities across the Commonwealth. 

RPD uniform updates. The Richmond Police Department will update officer uniforms to read “RICHMOND POLICE”, making them clearly and visually distinguishable from federal law enforcement agents. Reports from across the region have described ICE agents conducting enforcement operations in dark tactical gear that closely resembles local police, creating confusion and fear in communities. The uniform changes will help residents immediately identify RPD officers from their local police department.   

Prohibiting ICE from staging operations on City property. The City will prohibit federal agencies from using City-owned property — including buildings, parking lots, and public facilities — to stage immigration operations, process detainees, or conduct surveillance related to immigration enforcement. 

Raising concerns directly to ICE. The administration will establish a regular cadence of meetings with ICE’s Richmond field office to raise concerns from residents, communicate the City’s policies and expectations, and ensure open channels of communication. This proactive approach allows the City to advocate directly for the safety and dignity of Richmond residents while still upholding its commitments to resident safety. 

“The Richmond Police Department’s mission is community policing — building trust, strengthening relationships, solving crimes, and keeping neighborhoods safe,” said Chief Rick Edwards . “We understand that some residents may feel uncertainty or concern when they see law enforcement activity in their neighborhoods. That is why it is important that the public can clearly identify our officers and know who we are when we respond to serve the community. We want every resident to feel safe calling us for help, reporting crime, or speaking with an officer. Our focus is, and always will be, protecting the people of Richmond and working in partnership with the communities we serve.” 

Richmond has not entered into a 287(g) agreement with ICE and does not participate in the enforcement of federal immigration law. In January 2026, Mayor Avula established the Inclusive Communities Preparedness Work Group to identify additional steps the City can take to respond to emergent threats and challenges facing immigrant communities. 

The Richmond Police Department’s Hispanic Liaison can be reached at 804-646-5158 or jasmine.perez@rva.gov . 

La Ciudad de Richmond actúa para conservar la confianza de la comunidad y aclarar el papel de su Departamento de Policía

Las nuevas iniciativas incluyen mayores restricciones en el intercambio de datos de las cámaras Flock

Richmond, Virginia — El alcalde Danny Avula anunció hoy un conjunto de medidas que la Ciudad de Richmond está tomando para conservar la confianza de la comunidad y trazar una división clara entre las autoridades policiales locales y las agencias federales de inmigración. Estas acciones, que fueron recomendadas por el Equipo de Trabajo de Preparación de Comunidades Incluyentes del alcalde, formalizan y expanden la posición establecida por la administración desde hace tiempo de que el Departamento de Policía de Richmond (RPD) no lleva a cabo ningún tipo de acción relacionada con las leyes federales de inmigración, ni tampoco se coordina con la Autoridad de Aduanas e Inmigración (ICE) de los Estados Unidos.

Dijo el alcalde Danny Avula : “El miedo que ahora tienen nuestros vecinos es real: el miedo de salir a trabajar, de llevar a sus hijos a la escuela, inclusive de realizar actividades diarias y rutinarias como ir a la tienda a hacer mercado”, y añadió: “El gobierno de nuestra ciudad está aquí para servirle a todos los richmondeses y seguiremos trabajando para establecer la confianza que es indispensable para mantener seguras a nuestras comunidades”.

Las medidas incluyen:

Un aumento en las restricciones de intercambio de datos de Flock. Además de cortar por completo el acceso de las agencias federales a sus datos de los lectores de placas, el Departamento de Policía de Richmond ahora prohibirá compartir los datos del sistema de seguridad Flock con cualquier jurisdicción de Virginia que haya entrado a un acuerdo 287(g) con ICE. Esto ayuda a asegurar que la tecnología que desplegamos para resolver delitos locales en Richmond no sea utilizada como una herramienta de vigilancia de inmigración en otras localidades de la Mancomunidad.

Actualizar los uniformes del RPD. El Departamento de Policía de Richmond cambiará sus uniformes de manera que ahora tengan escrito “RICHMOND POLICE” (“Policía de Richmond”), para hacerlos visualmente diferentes de los utilizados por los agentes de las autoridades federales de inmigración. Existen informes de toda la región que han descrito el vestuario de los agentes de ICE que realizan redadas como “equipo táctico de colores oscuros”, muy parecidos a los de la policía local, lo que crea confusión y temor en las comunidades. Estos cambios en el uniforme ayudarán a la población a identificar inmediatamente a los agentes de policía de Richmond.

Prohibir que ICE se reúna para preparar sus operaciones en instalaciones municipales. La Ciudad prohibirá que las agencias federales utilicen propiedades municipales, incluyendo edificios, estacionamientos e instalaciones públicas, para montar sus operaciones de inmigración, procesar a los detenidos o ejercer actividades de vigilancia relacionadas con las redadas de inmigración.

Presentar sus inquietudes directamente a ICE. La administración establecerá una secuencia regular de reuniones con la oficina de campo de ICE en Richmond, con el fin de plantear las inquietudes de los richmondeses, comunicar las políticas y expectativas de la Ciudad y asegurar que existan canales abiertos de comunicación. Este enfoque proactivo permite que la administración municipal abogue directamente por la seguridad y dignidad de los habitantes de Richmond, al tiempo que mantiene su compromiso con la seguridad de la población.

Dijo el jefe de policía Rick Edwards : “La misión del Departamento de Policía de Richmond es proteger a la comunidad, estableciendo confianza, fortaleciendo relaciones, resolviendo delitos y manteniendo las comunidades seguras”, y agregó: “Comprendemos que algunos richmondeses sientan incertidumbre o preocupación cuando ven actividades policiales en sus vecindarios; es por eso que es importante que el público pueda identificar claramente a nuestros agentes y oficiales y sepa quiénes somos cuando respondemos y le servimos a la comunidad. Queremos que cada persona se sienta segura cuando nos llame pidiendo ayuda, informando sobre un delito o al hablar con un agente. Nuestra meta es, y siempre será, proteger a la población de Richmond y trabajar en colaboración con las comunidades a las que servimos”.

Richmond firmado ningún acuerdo 287(g) con ICE, ni participa en la ejecución de las leyes federales de inmigración. En enero de 2026, el alcalde Avula creó el Equipo de Trabajo de Preparación de Comunidades Incluyentes para identificar otras medidas que puede tomar la Ciudad para responder a las nuevas amenazas y desafíos a los que se enfrentan las comunidades inmigrantes.

También pueden comunicarse con la oficina de Enlace Hispano del Departamento de Policía de Richmond llamando al 804-646-5158 o escribiendo al correo jasmine.perez@rva.gov .

Public sector collective bargaining has been working in Richmond since 2022, when we became one of the first localities in the Commonwealth to establish bargaining units across our workforce.  

Collective bargaining has enabled us to strengthen services for residents by working in partnership with our most valued resource, our people. It’s an essential tool, and we are proud of the progress we have made for our workforce and for the communities we serve.   

Our partners in labor, in the General Assembly, and in Governor Spanberger’s Administration are committed to the same principles of giving workers a seat at the table and using collective bargaining to strengthen public services. We know that work will continue and we’re eager to lend our experience to it.  

Meanwhile, in Richmond, our collective bargaining agreements remain in place and our relationships with our bargaining units and workforce leadership are strong.   

I remain committed to collective bargaining as a tool that strengthens public services and supports our workforce. 

“The approved budget reflects not just shared investments, but a new way of working together — with earlier collaboration, clearer public engagement, and a real commitment to partnership between City Council, our administration, and the people of Richmond. Together, we made historic investments in affordable housing, funded Richmond Public Schools at record levels, supported our workforce, and focused our resources on building a thriving Richmond. I'm truly grateful to all who leaned in throughout this process. Now the real work begins: delivering on these investments thoughtfully, effectively, and with accountability to the people we serve.”

— Mayor Danny Avula 

Highlights of the adopted FY27 budget: 

Thriving City Hall  

• Fully funding the City of Richmond’s contractual commitments to unionized City workers, with the largest of those investments being in public safety
• Sworn police and fire personnel will receive an average compensation increase of approximately 6.73%, which includes negotiated pay adjustments and step increases effective July 2026
• Union-represented employees across other collective bargaining units will receive a 3.25% salary increase, consistent with their agreements, effective July 2026
• Fully funding a 3.25% increase for all employees across the organization starting on July 1; this was made possible by a joint Administration-Council reprioritization of previous allocation to GAP grants
• Increased contracted security workers’ pay rate to $20/hour minimum and moved contracted janitorial workers to $18/hour minimum without disrupting their staffing model 

Thriving Neighborhoods  

• More than $40 million for affordable housing, anti-displacement strategies, and neighborhood safety improvements  
• $11.7 million for the redesigned Affordable Housing Trust Fund  
• $1.8 million in Affordable Housing Performance Grants  
• $1,100,000 investment in Family Crisis Funds for residents experiencing acute crises, including but not limited to housing instability, utility disconnection, food insecurity, and other urgent needs 
• $1 million for eviction diversion programs to help tenants stay in their homes, and  
• $7.4 million in tax relief for older adults and residents with disabilities  
• Council amendment ($300,000) to more fully utilize Southside Community Center and better engage youth and older adults  

Thriving Families  

• $257 million proposed for Richmond Public Schools, an $8.2 million increase over FY26 and the largest allocation for RPS ever 
• $9.3 million investment school infrastructure improvements and facility upgrades 
• $500,000 to facilitate students’ and families’ access to critical services, benefits, and programs by supporting Communities in Schools site coordinators in RPS schools
• $500,000 to reduce costs of childcare and support childcare providers through tuition assistance funded by the Early Child Care & Education Trust Fund
• $1 million for after-school programming at all seven RPS zone middle schools through the Middle School Alliance
• $850,000 to Positive Youth Development to provide access to community-based out-of-school time opportunities for youth 11-19 and help prevent youth violence; and
• $625,000 to fund the Children and Families grantmaking process for local nonprofits that support the education, health, and development of children and families
• $483,000 in order to provide transportation and security for RPS students to participate in After School programs; Council amended 

Thriving Economies  

• $4.9 million for Economic Performance Grants to support major economic development projects that create jobs, activate underused spaces, and drive long-term economic growth
• $250,000 for commercial façade improvements to help small businesses invest in storefront upgrades that strengthen neighborhood commercial corridors and attract customers; and
• $125,000 in funding to support a Business Improvement District (BID) in Carytown, strengthening business vitality through cleaner sidewalks, safer streets, and coordinated support for local businesses. 

The FY27 budget takes effect July 1, 2026. 

• For more information about the FY27 budget process, visit FY27 Budget Season 
• Budget in Brief: (A Brief) Roadmap to a Thriving Richmond 

Ordinance modernizes payment reporting to publish key payment information, protect privacy, and build a Thriving City Hall 

Richmond, VA  —  Mayor Danny Avula announced today that he has introduced an ordinance ahead of Richmond City Council’s Monday meeting to fix the City’s payment reporting requirement, following through on a commitment made in March to address a longstanding issue with the existing ordinance that has not functioned as intended, and predates his administration.

While the issue was not among the Administration’s most urgent operational challenges, recent attention along with the Administration's desires to improve processes and systems underscored the need to resolve these longstanding problems. Following a full review, the Administration is advancing reforms. 

The proposed ordinance is the result of a review of City workflows, staffing, technology, and reporting requirements related to the payment registry required under City Code §12-16. The goal of the proposed ordinance is to preserve and support public access to City spending information while ensuring the system is practical, accurate, and compliant with privacy laws. 

“On March 26, I said we were taking a hard look at how the City delivers payment registry data. We did that work, and now we’re acting on it.” said  Mayor Danny Avula. "My ordinance gives the public the information they have a right to have about how taxpayer dollars are spent while creating a system that can actually work the way it was intended."

Under the proposed changes, the City would publish key payment information, including who the City is paying, how much was paid, and which department made the payment. At the same time, the ordinance would remove categories of payments restricted by privacy laws such as certain social services benefits and tax refund payments. 

The revised framework would better align Richmond with state and federal privacy requirements, as well as reporting practices used in neighboring jurisdictions. 

“This is about delivering better, more usable information to the public,” said  Mayor Danny Avula. “It means stronger transparency, smarter operations, and helping residents clearly understand how public dollars are being spent.” 

The ordinance also supports the Administration’s broader effort to make City Hall more accessible to residents. The effort builds on recent actions to modernize City operations and improve accountability, including the launch of TechDesk, updates to the Affordable Housing Trust Fund, passage of FOIA Library legislation, and enhancements to the RVA Business Portal. 

• Download the ordinance as introduced
• Download a 1-page explainer on the ordinance 

Good afternoon President Newbille, Vice President Jordan, and honorable members of the City Council. 

I’d like to thank the dedicated public servants who contributed to this work, and who have joined me here today. 

To residents who have joined us here in person or are watching from home, thank you for actively engaging the work of your local government. 

I am excited to present the proposed FY 2027 Budget for your consideration this afternoon. 

This year’s budget was developed in a more constrained environment than usual — with both the pause in real estate assessments, and the uncertainty we face around federal funding streams. 

I want to start with the issue we have been most focused on over the last year — and the issue I believe ultimately led people to vote me into this office: the operations of local government. 

When people talk about what they want from their city government, they often talk about the big issues — housing affordability, safety, schools, economic opportunity. 

To deliver on those priorities, they are also asking for something more foundational: a government that works. A government— that is competent, transparent, responsive, and worthy of the public’s trust. 

That’s why the first pillar of the Mayoral Action Plan focuses on transforming Richmond’s local government into a model public-sector organization — one that stewards resources effectively, meets community needs, and earns the trust of residents. 

Over the past year, we have been doing the work required to strengthen the foundation of city government. We brought in new, experienced leadership including a new Chief Administrative Officer, 3 new deputy CAOs, and 10 new directors. We launched a comprehensive assessment of city operations, including CAO Donald’s 100-day review, and began implementing improvements across the organization. 

We’ve also done the work to strengthen the relationship between our new administration and council. 

And I think we’ve made great strides in that regard! Together, we’ve created new rhythms and ways of operating that have served our residents well, and will continue to grow their faith in us as the leaders of their city. 

After last year’s budget cycle, we quickly assembled a team of administration and council members to analyze the process and make improvements for this year. We moved the budget introduction date earlier to provide you all more time. We ramped up public engagement with a series of budget town halls. We redesigned the Council budget work sessions around DCAO portfolios. 

Most importantly, we have spent time discussing the ways we together wanted to fund housing affordability, support frontline workers, invest in public safety, reduce gun violence, increase accountability around how we distribute funds to non-profits, and look for ways to spend less so that we can work towards lowering the tax burden on our residents. 

I have worked to ensure your priorities, our shared priorities, are reflected clearly in my proposal. And we’ll reconvene again after budget adoption to continue to improve the process. 

And I really believe this hard, intentional work is paying off! Look at what we accomplished together on the Affordable Housing Trust Fund legislation. We took a well-intended policy that was great in concept, but difficult to execute, and we figured out how to actually implement it. 

This is a model of how we must work together for the good of our city—pairing good policy with good implementation—it’s how we all succeed in delivering for our residents. 

And that’s why I want to start with the pillar we have been most engaged in during my first year in this seat— the operations of local government. 

Pillar 1

DPU  

After last January’s water crisis, we’ve spent the last year overhauling the Department of Public Utilities. We went and found an experienced leader to take the helm, and Scott Morris immediately identified gaps in expertise and technical knowledge that have now been filled with a total of 6 professional engineers across the department. 

I have spent the last couple of months sharing this department’s transformation with our partners across the street, and thanks to the advocacy of our state delegation and the increasing confidence in our operation, the recently introduced budgets had commitments of $50M for our combined stormwater overflow system, and $20M for our water treatment plant—when the prior Governor’s introduced budget had $0 committed to either of those needs. 

Procurement  

In our procurement department, we’ve saved taxpayers millions of dollars through both best practices and innovative new procurement processes like the City’s first-ever reverse auction. 

We’ve expanded our engagement with the public, launching a public procurement transparency dashboard and hosted targeted outreach events to regional businesses and suppliers. 

And we’ve fully staffed our internal compliance team to ensure that all of our procurement activities meet regulatory mandates. 

We’re about to roll out a comprehensive procurement training program to all departments. And, finally, Procurement has completed almost all of the p-card audit recommendations and is preparing to execute A CONTROLLED relaunch of the program. 

Rene Almaraz, phenomenal work to your whole team. 

311  

Our Citizen Service & Response department (aka 311) has continued its focus on delivering top notch customer service. 

They have worked with multiple City departments to build better SOPs and improve interdepartmental communications. They have done an incredible amount of training, and they are piloting new technology so every resident gets faster, clearer, more transparent service than ever before. 

Every week, I receive emails or phone messages from constituents who had had such positive experiences with 311 that they were compelled to reach out to me. And I’ve made a habit of reading some of those constituent letters at our weekly cabinet meetings as a reminder that this slow, hard, culture changing work is making a difference to our residents. 

We will always have more work to do, but we are making clear and tangible progress, and I’m grateful —especially on this 3-1-1 Day— to Pete Breil and the whole CSR team for their amazing commitment to serving customers well. 

Auditor  

You have heard me share our mantra in City Hall at this podium numerous times this year— Look for it, find it, fix it.  

It is the ethos we are embracing, and we are thankful to our constituents, and to you all on council for continually identifying opportunities for growth. 

We are also extremely grateful for the City Auditor and his team for the role they have played in helping us modernize internal systems, strengthen oversight, and improve accountability. 

We have used recent audit findings to inform major transformation efforts, and to prioritize initiatives in this proposed budget. For example, we are revamping the nondepartmental budget process, something that has been a dream of mine for almost 15 years, from the time that I served on the nondepartmental review committee when I was at the health department. You’ll also see the auditor’s recommendations show up in our investments in protective gear for law enforcement officers and our new Affordable Housing Trust Fund investments. 

Each successive quarter, we close out more and more audit findings—52 over the last two periods—and we’re committed to keeping that momentum going in the years to come 

Thank you so much CAO Donald for leading the charge on that 

Comms  

Perhaps the thing I receive the most feedback about, is the marked improvement in our Communications. 

•  “Hey, Richmond” our e-newsletter has over 10,000 subscribers and a better than 50% open rate 

•  We’re leveraging various social media platforms multiple times a day, both as a tool to understand where our community is at, and to give them a window into what their city government is doing 

•  We’re telling our stories more authentically, responding to residents quicker, and doing a much better job at keeping our communities informed 

All of this great work happens, because we’re investing in systems and people, and it’s why this budget continues to prioritize investments in the operation: 

My proposed budget includes $263.5M of investments into the engine that drives this whole operation —the city workforce , including a $22.1 million increase from FY26 to fulfill the commitments we made in our collective bargaining agreements. 

Our workforce — the people who pave the streets, keep our water running, answer emergency calls, maintain our parks, and pick up our trash— they are the backbone of local government. Our commitment to them is essential to building the high-performing organization we’ve outlined in in Pillar One. 

I’m grateful to all of our labor partners, many of whom are here to stand with me on this budget proposal. 

The proposed budget provides raises for police, fire, and other union-represented employees beginning July 2026, along with equivalent adjustments for non-union employees performing the same work. For other employees, the budget delays a 3% cost of living adjustment until January 2027, a responsible step in the current fiscal climate. 

I absolutely believe we must continue investing in the people who keep this city running. Last year, I supported a cost-of-living adjustment for all employees, and that philosophy has not changed. We’re competing for talent with the region, the state, and the private sector and we must be competitive to deliver the results residents deserve. But given the more constrained fiscal environment we’re facing this year, my approach allows us to honor our commitments while maintaining the financial stability that Richmond residents expect. 

We also asked departments to take a hard look at their own operations. 

All of our departments were asked to identify potential 2 percent reductions from their FY26 operating budgets. 

We used that information to identify approximately $4 million that we could trim from the operation while mitigating impacts to service delivery, and redirect that to other priorities. 

These kinds of disciplined decisions are part of building a government that is both effective and fiscally responsible. 

And they allow us to focus our resources on the priorities residents care about most — starting with the places we call home. 

Pillar 2

Pillar 2 ensures that every neighborhood in our city is a place where people can live safely, find opportunity, and remain rooted even as our city grows. 

If Richmond is going to truly thrive, we have to create more homes for more people, and more ways for families to stay in the neighborhoods they love 

This means building new housing AND preserving existing homes 

Thanks to the great work we did together on the Affordable Housing Trust Fund ordinance, we now have a predictable, sustained and IMPLEMENTABLE funding stream for affordable housing. The formula we’ve created together allots a proposed $11.7 million this year for the Affordable Housing Trust Fund. 

In addition to the AHTF, the proposed budget includes $1.8 million in Affordable Housing Performance Grants to ensure long-term affordability for new housing that has come on line. 

But creating thriving neighborhoods is also about making sure long-time residents aren’t pushed out as our city grows. 

That’s why this budget continues key anti-displacement strategies — including $10.1 million to help families stay in the homes and neighborhoods they love. 

Public Housing  

The budget also continues to drive the work of redeveloping public housing in a way that keeps residents at the center of the process 

I said a lot about improving our local government operation, and while it is our #1 priority, Public Housing redevelopment is 1a. The deep concentration of poverty and subsequent disinvestment for decades has caused harm to generations of families, and we need to address that with a sense of urgency. The federal funding strategy for public housing has changed, which means we must drive redevelopment locally 

We also have seen a growing body of evidence from 30 years of longitudinal study on the impacts of public housing that show that mixed income neighborhoods have life changing impacts for low income neighbors, particularly for children. I truly believe this is the most transformational thing any of us can do for Richmond. 

This budget includes $1.6 million to advance the next phase of Creighton Court and $450,000 to support the transformation of Gilpin Court , which will fund resident engagement, whole-family case management, and transition planning. 

Pillar 3  

Pillar Three focuses on thriving families — supporting the education, health, and development of children so that every young person in Richmond is prepared for the future. 

Over the last decade, we have made significant investments in our school system, and they are paying off! This past year, RPS delivered the highest graduation rates in 20 years for both black students and for socioeconomically disadvantaged students. 

We have to keep investing in our school system—we have a moral obligation to invest in the future generations of our city, and the stronger our school system is, the more kids and their families will be compelled to invest here and stay here. 

My budget proposes $257 million for Richmond Public Schools, almost a quarter of the general fund, and an $8.2 million increase over FY26 

In addition, RPS has critical infrastructure needs, and we wanted to get them capital resources right away, so we have front-loaded RPS a $9.3 million capital maintenance request in the CIP for FY27. 

Additionally, we are committed to supporting learners and their families across the continuum, and my budget proposes nearly $3 million to support childcare, after school programming for middle school, and out-of-school time opportunities for youth. 

Pillar 4  

Supporting thriving families also means ensuring that Richmond’s economy creates opportunity for the next generation. 

When residents have access to stable jobs, strong local businesses, and real pathways to build wealth, families and neighborhoods are able to thrive. 

That is the focus of Pillar Four of the Mayoral Action Plan: Thriving Economies.  

This pillar focuses on supporting small and minority-owned businesses, strengthening employers that provide living-wage jobs, and creating clear pathways for residents to move from poverty to stability — and ultimately to wealth building. 

The FY27 proposed budget invests more than $5 million toward these goals. 

And these investments reflect something we know to be true about Richmond: our economy is powered not only by large-scale projects, but by the small businesses, neighborhood corridors, artists, entrepreneurs, and nonprofit partners who bring life and identity to our city. 

Closing  

Over the past year, we have made real progress. But the work of building a city government that residents respect and trust does not happen overnight. 

It requires discipline, sustained investment, and a shared commitment to getting better year after year. 

And that commitment matters because the decisions we make today shape the future of our city. 

As we approach the 250th anniversary of our nation, Richmond occupies a unique place in the American story. 

In 1607, the same year Jamestown was founded, Christopher Newport traveled up the James River and planted a cross on the hill where Richmond now stands — land that had been home to Indigenous peoples for centuries. 

Not long after, Patrick Henry stood in St. John’s Church and declared, “Give me liberty or give me death.” And yet, even as those words echoed through history, thousands of Africans were trafficked through this city, and by the mid-1800s Richmond had become one of the largest slave trading centers in America. 

In many ways, Richmond reflects the central paradox of our nation’s story — the gap between the ideals we proclaim and the realities we have had to confront. 

As we mark this 250th anniversary, we have the opportunity to tell those stories honestly — and to ask what kind of Richmond, and what kind of America, we want to build for the next 250 years. 

In many ways, the work reflected in this budget is part of that ongoing story — strengthening neighborhoods, expanding opportunity, supporting families, and building a city government worthy of the trust of the people it serves. 

This work is not just about balancing a budget. 

It is about shaping the future of our city — making sure Richmond is a place where every child can grow up safe, every family can build a life, and every neighborhood can thrive. 

That is what it means to build a city that works, a city that thrives. 

I’m grateful for your partnership and look forward to working with each of you in the weeks ahead. Thank you. 

##